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Communication Studies: A SAGE Full-Text
Collection |
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| Title |
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How
Swift Starting Action Teams Get off the Ground: What United Flight 232 and
Airline Flight Crews Can Tell Us About Team Communication |
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| Author |
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Mckinney, Earl H., Jr.; Barker, James R.; Davis, Kevin J.; Smith, Daryl |
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| Affiliation |
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Bowling Green State University [Mckinney]; Waikato
Management School, New Zealand [Barker]; United States Air Force Academy
[Smith] |
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| Source |
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Management Communication Quarterly, vol. 19, no. 2,
pp. 198-237, November 2005 |
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| ISSN |
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0893-3189 |
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| Descriptors |
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Business communication;
Models; Crisis communication; Crisis management; Communication processes;
Communication studies |
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| Abstract |
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In 1989, United Airlines Flight 232 survived a
catastrophic in-flight engine explosion because of, in part, the crew’s
ability to communicate while under crisis conditions. Drawing on the
experience of Flight 232, other flight deck crew research, and the
authors’own flying experiences, the authors develop a descriptive,
proposition-based model of the communication process dynamics found in
such groups, which they call swift starting action teams. They argue that
swift starting action teams, composed of highly trained strangers within
one organization, must use communication processes that enable them to
perform well immediately and manage crises in high risk environments.
These processes depend on each team’s use and awareness of communication
values and communication interactions. The authors discuss the
communication dynamics of swift starting action teams and the implication
of considering such teams in future research. |
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| Publisher |
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SAGE Publications |
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| Publisher Location |
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Sage CA: Thousand Oaks, CA |
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| Publication Year |
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2005 |
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| Publication Type |
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Journal Article |
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| DOI |
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10.1177/0893318905278539 |
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| Accession Number |
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10.1177/0893318905278539 |
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View
Record | References
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of Contents | Full-Text
PDF (170 Kb) |
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